SENIOR EXPERIENCE. PRACTICAL PROGRESS.
Building value.
Accelerating
growth.
Growth creates opportunity.
It also exposes constraints.
We work alongside owners and management teams to identify what is holding the business back, establish priorities and help make the changes happen.
Find your next step ↗YOUR PARTNERS IN GROWTH

Dr. Baruch Pletner
Engineering, technology
and finance

John Wanczycki
Operations, growth
and international business
Working alongside you, from the first conversation to implementation.
Get to know us ↗THREE QUESTIONS. ONE BUSINESS.
What is holding growth back?
What needs to change to scale well?
WHEN GROWTH GETS COMPLICATED
A strong foundation.
A new set of challenges.
Demand, technology and ambition may already be there. The next step is building the capacity to capture their value.
Demand is growing, but production, delivery or engineering resources cannot keep pace.
Decisions bottleneck at the top; roles, delegation and accountability need to evolve.
Pricing, margins, working capital or project execution need a closer look.
Commercialization is slow, custom work is hard to scale or market priorities remain unclear.
Technology · Manufacturing · Industrial businesses · Ocean and clean technology · Knowledge-intensive services
WHAT WE DO
Focused on the issue.
Built around the outcome.
Each engagement addresses the client’s specific challenge. Explore the areas where we can contribute.
01Growth & commercialization
+
Choose the opportunities worth pursuing and turn technical capability into a commercially viable offer.
- Growth priorities, market selection and business-model scalability
- Customer segmentation, positioning, channels and strategic alliances
- Product strategy, technology-to-market planning and investment readiness
02Operations & organization
+
Build the operating capacity and management structure needed for the next stage.
- Capacity, workflow, productivity and project execution
- Roles, accountability, delegation and management systems
- Leadership capacity, succession planning and change implementation
- Supply-chain priorities and business requirements for ERP systems
03Finance & performance
+
Connect growth decisions to cash, margins and the resources required to deliver.
- Cash flow, working capital, pricing and margin analysis
- Financial models, capital allocation and investment decisions
- Performance measures and management reporting
- Government growth programs and funding readiness
04Engineering & technology management
+
Bring senior technical judgement to engineering decisions, delivery and resource planning.
- Engineering design and technical problem-solving
- R&D leadership, technology roadmaps and technical due diligence
- Engineering capacity, critical-project oversight and product development
- AI-enabled engineering productivity, aligned with business priorities
- Intellectual property priorities, protection and licensing strategy
- Business and technical inputs for specialist IP advisers
IP support covers business and technology strategy. Legal opinions, patent prosecution and legal drafting are provided by qualified external professionals.
05Digital Capability & AI
+
Improve business productivity and customer engagement through carefully selected AI tools and digital operating systems.
- AI adoption priorities linked to measurable business outcomes
- AI-enabled customer engagement and concierge experiences
- Workflow automation and business IT improvements
- Technology selection and implementation planning
Where specialized technical capability is required, we draw on Intelligent Dynamics Canada and other trusted specialists.
06International growth & strategic alliances
+
Pursue international opportunities when they fit the company’s strategy and operating readiness.
- Export readiness and market prioritization
- Representatives, distributors and commercial partnerships
- Resource requirements, market-entry risks and mitigation
- Alignment of international growth with internal capacity
We coordinate additional expertise in HR, specialized engineering, regulatory and quality matters, ERP, cybersecurity, legal, tax, financing and M&A—keeping the work connected to the business objective.
WHO WE ARE
Complementary experience.
One integrated approach.
Two senior operating perspectives, brought to the same business problem.

ENGINEERING · TECHNOLOGY · FINANCE
Dr. Baruch Pletner
P.Eng., MBA · Prince Edward Island
Dr. Baruch Pletner is an engineer, entrepreneur and operating executive who helps businesses connect technical capability with commercial opportunity. His experience spans advanced engineering, technology commercialization, business-building and financial leadership.
More about Baruch +
Baruch holds a doctorate in Aerospace Engineering from the Technion–Israel Institute of Technology and an MBA from Northeastern University’s D’Amore-McKim School of Business, with an accounting concentration. At MIT spin-off Active Control eXperts, he progressed from Senior Engineer to Senior Program Manager and Director of Lithography Applications, developing both the technical and commercial sides of the business. Following its acquisition by Cymer, he continued in senior technical leadership in the semiconductor-equipment industry.
He subsequently founded IPTRADE Inc., building an engineering-services and technology business serving the semiconductor sector while remaining directly involved in development. His work has contributed to multiple patents in vibration control, sensing and piezoelectric systems. He brings decades of experience integrating intellectual property strategy with product development and commercialization.
Since moving to Atlantic Canada, Baruch’s work has included technology leadership, R&D management and major-project delivery. He helped lead recovery of the Summerside Sunbank solar and battery-storage project, overseeing an approximately $50 million budget and an organization of more than 100 people. As Chief Operating and Financial Officer of Rubber Ring Creative, he has helped build the business while overseeing its operating and financial functions.
His international experience includes extensive work in the United States and Japan, principally with Nikon and also with Honda R&D, Toshiba, Arakawa and Canon. Through Intelligent Dynamics Canada, he combines hands-on engineering and senior technology advice with practical applications of AI to engineering productivity and business operations.
At Headland, Baruch brings an engineer’s and business-builder’s perspective: assessing what can work, what makes commercial sense and how to organize the resources needed to turn technology into sustainable business value.

GROWTH · OPERATIONS · INTERNATIONAL BUSINESS
John Wanczycki
Halifax, Nova Scotia
John Wanczycki is an operating executive and adviser who helps businesses strengthen the people, processes and management capabilities needed for growth. His experience spans manufacturing, environmental technology, international business and organizational development.
More about John +
From 2016 to 2024, John served as Chief Operating Officer of Trecan Combustion Limited, a Nova Scotia manufacturer of specialized industrial equipment serving international markets. Working closely with the CEO and owner, he helped guide significant growth, expand operating capacity and strengthen management systems while addressing supply-chain challenges, market development and senior-management transitions.
His international experience includes senior assignments in 17 countries across five continents. Advising international financial institutions, including the World Bank, and national governments, he has helped plan, assess or conduct due diligence on initiatives with an aggregate value exceeding US$400 million. These assignments have involved technology commercialization, strategic alliances, environmental technologies, infrastructure and major projects.
Earlier roles included Vice President, International Development at the Ontario Centre for Environmental Technology Advancement, and Chair and President of the Environmental Services Association of Nova Scotia and the Maritimes. His strategy and public-policy work in Ottawa and Washington, D.C., also informs his understanding of government programs and how businesses can secure support for growth.
John mentors technology ventures through Creative Destruction Lab–Atlantic at Dalhousie University, serves on the board of the Scotia Festival of Music and contributes to the Halifax Chamber of Commerce Government Policy Committee.
He has guest lectured in international management at North American master’s programs and the Chinese Academy of Sciences.
At Headland, John brings an operator’s perspective: identifying what is constraining progress, connecting strategy with day-to-day execution and helping owners and management teams build the capacity for their next stage of growth.
Why the combination matters
A production constraint may start with working capital. A commercialization problem may need both engineering judgement and a different route to market. We examine the connections and work with management on the changes that matter.
HOW WE WORK
From understanding to implementation.
Understand
The business, its ambitions and the challenge.
Diagnose
The underlying constraint and its causes.
Prioritize
The actions most likely to create value.
Implement
Changes with clear ownership and milestones.
Measure
Progress against practical business measures.
A defined place to start
A focused growth diagnostic can establish the priorities. Follow-on work may take the form of an implementation project, fractional executive support, CEO advisory or a special assignment. Scope, responsibilities and measures of success are agreed for each engagement.
START WITH A CONVERSATION
A strong opportunity.
A constraint worth solving.
The first conversation is about fit: understanding the opportunity, the challenge and whether we can materially help.
